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Luxury in the Middle East:

an easy sell?


A market so hungry for luxury that it is simply there for

the taking? Or an opaque region, a minefield thats
perhaps better avoided? For many outsiders, the Middle
East is defined by one of these two assumptions. But
how accurate is either one? This White Paper seeks to
answer that question.


Part I: The GCC - A favourable

environment for luxury


A positive outlook


The power of
youth and money


Addicted to shopping


Part II: The GCC - A distinctive

market for luxury


Distinctive luxury dynamics


Markets are not equal


Retail in different stages of development


Part III: GCC Consumers - A unique

approach to luxury
National consumers:
sharing common Bonds
The same, yet different

Intended as strategic analysis rather than a market

primer, it examines key aspects of the market and its
consumers critical elements that should affect the
decision-making process of every brand considering
entry into or expansion within the region.
The paper has been produced by Chalhoub Group,
the leading partner for luxury in the region for five
decades, using proprietary research undertaken by
the Groups Strategy & Innovation Unit, together with
third-party statistics that are in the public domain.
It will examine the environment for luxury that the
region offers the size and structure of the market and
its consumers approach to luxury.
It makes the important distinction between the Middle
East and the six countries of the Gulf Co-Operation
Council (GCC), and focuses on the latter. Part of the
wider Middle East, the GCC comprises Saudi Arabia,
the UAE, Qatar, Bahrain, Kuwait and (not considered in
any detail in this paper) Oman.

Change is the only constant


Expatriate consumers:
diverse and influential


Tourist consumers:
a growing influence


A change in the mix


A digital future?






The GCC, like the rest of the world, is experiencing

social, economic and cultural upheaval, albeit in its
own particular ways. It is not just the amount of change,
but its speed that makes these times both challenging
and exciting for luxury brands.
The GCC is no longer a frontier market; most major luxury
brands are now present and consumers are becoming
more educated. However, despite consumer enthusiasm
for luxury, the market is not as straightforward as it may
Many brands are doing very well in the region,
their success due to a deep knowledge of market
dynamics, the distribution and retail landscape,
and the particularities of consumer attitudes and
behaviour. These companies have committed to longterm brand - building rather than chasing quick returns,
and, crucially, have been able to tap into the local
networks that are essential in a business environment
built around relationships, trust and loyalty.
A deep understanding of the region is a prerequisite
of success and is all the more important in this age of
high media visibility, when failure damages not only the
bottom line but also the brands equity in consumers

PART I: The GCC A favourable

environment for luxury

It goes without saying that the GCC is an attractive

market for luxury brand owners, with a high level
of purchasing power that belies its relatively small
consumer base.

From bling is king, to savvy consumers

The region has evolved, from the early days of OPECgenerated wealth in the 1970s, when the population
began buying luxury brands abroad, through the bling
is king 1980s and 90s, when GCC shoppers headed en
masse to the bright lights of Europe, and the first signs
of a local shopping culture developed, to the rush
of growth in the 2000s. This past decade has brought
with it a dynamic and increasingly sophisticated
retail environment most recently with a shift of
focus from Dubai to other hubs and increasingly
savvy consumers, willing and able to spend significant
amounts on luxury.

A positive outlook

While much of the world continues to struggle with

recession, the economic fundamentals look relatively
favourable in the GCC. The IMF predicts real GDP
growth for the Middle Easts oil exporters to be above
6.5% for 2012 and around 3.75% for 2013 certainly
a more optimistic picture than its global GDP growth
projection, revised down in October to 3.3% [IMF, 2012].
The government of Abu Dhabi said in October that it will
probably beat its own growth estimates made earlier
this year, due to the expansion of the emirates nonoil industries. Qatar has announced a record budget
surplus of $14.8 billion for the fiscal year 2011/2012, four
times as large as the previous years, attesting to the
strength and continued expansion of its economy.
Emirati teens spend 6 times more than
the global average on clothes and

A young population provides the

opportunity to establish brand loyalty early
as well as strong potential for future growth

The power of youth and money

The Middle East as a whole benefits from a young

population, with more than 50% being under the age
of 30 [UN, 2010]. In the GCC, the regions wealthiest
countries, the proportions range from 50% (UAE) to 57%
(Saudi Arabia). In the UAE, Emirati teenagers spend
$100 per month on clothes and accessories, more than
six times the global average for their peer group [AMRB
and TRU, 2011].
This offers tremendous potential for the luxury market,
not only in the sheer force of numbers but also in the
opportunity for brands to overcome the fickleness of
young consumers and build loyalty early.
By venturing into the Middle East 30 years ago with the
support and trust of the Chalhoub Group, Louis Vuitton
was a pioneer in bringing high-end luxury goods to local
consumers. Year after year the increasing enthusiasm
of youth has helped us to consistently design the most
appropriate product range. Today, with a presence
of 14 stores across the Middle East, Louis Vuitton
remains the most desired luxury brand appealing to all
Yves Carcelle LVMH

While there is a high concentration of wealth in the

Middle East as a whole, its distribution varies widely,
favouring the GCC countries, where GDP per capita
in 2011 ranged from Bahrain at $23,027 to the UAE at
$65,377 and Qatar at $100,400 [IMF, 2012]. This was well
ahead of China ($6,094) and compared favourably
with the US ($49,802) and France ($40,690).
The concentration of private wealth is even more
marked, with Saudi Arabia estimated to have 1,265
Ultra High Net Worth individuals (having a net worth of
$30 million or more) with a combined wealth of $230
billion, the UAE 810 UHNWs holding $120 billion, Kuwait
735 UHNWs with $230 billion and Qatar 300 UHNWs with
$45 billion [Wealth-X, 2012-2013].

1,265 UHNW Saudis with a combined

wealth of $230 billion

Addicted to shopping

Shopping is deeply embedded in the regions

culture, with 90% of nationals saying that they go out
shopping regularly, and 95% whenever they feel like
it[Chalhoub Group, Youth and Luxury, 2010].
Unlike elsewhere in the world, where malls tend to be
for the mass market, in the GCC they are a natural
environment for luxury, too. And their purpose goes far
deeper than the act of shopping: they are a pillar of
social life, serving as social clubs, especially for the
young being one of the few socially acceptable
places for even limited mingling between men and
women. Moreover, the range of alternative leisure
activities is limited and the harsh climate dictates that,
for several months of the year, life is spent indoors.
GCC nationals are high spenders, both at home and
abroad. Locally, they spend an average of $1,300
monthly on clothing and accessories of which $700
is on ready-to-wear and $300 on shoes, [Chalhoub
Group, Consumer Research, 2009 - 2011], compared
with $120 and $15 respectively for UK shoppers in the
UK [UK Office for National Statistics, 2010]. The pattern
is repeated when travelling: in Londons West End,
the average transaction value for Saudis is $3,180,
the highest of all nationalities; for Kuwaitis it is $2,860,
Emiratis and Chinese are equal at $2,065, with Russians
at $1,430 [Global Blue, 2012].
Clearly, the outlook for luxury is positive, with Bain &
Companys most recent research predicting growth of
79% in the Middle East luxury market in 2011 to 2014,
with a particularly strong 2012 at 10-15%. This follows
growth in the region of 8% in 2010 to 2011, and 12% the
previous year [Bain & Co, 2012].

Middle East luxury growth:

200910: +12%
201011: +8%
201112: +10-15%
201114: +7-9%

PART II: The GCC A distinctive market

for luxury

Ever since it emerged as a frontier market three decades

ago, the GCC has been of great value to luxury brand
owners. Today, as its profile matures, it is worth around $6
billion annually, according to Chalhoub Group estimates.

Distinctive luxury dynamics

The region is marked by several characteristics that set

it apart from other global markets. High-end fashion
and accessories represent 3540% of the GCC market
(versus 50% globally), beauty 25% (in line with global
norms, albeit with a much heavier weighting towards
fragrances), hard luxury representing 3035% (versus
20% globally), and art de la table accounting for 5%
(compared with 3% globally).
However, to regard the Middle East as a whole, or the
GCC in particular, as a market is misguided. It is a
tapestry of different characteristics, rules and norms,
and far from homogeneous.

Markets are not equal

To begin with, the GCC presents two distinct styles of

market: windows, such as Dubai and Bahrain (and,
in the wider Middle East, Beirut), and local resident
markets, such as Riyadh, Jeddah, Doha and Kuwait.
The two are distinguished chiefly by the size of their
tourist market and, for this reason, Abu Dhabi currently
sits on the cusp.
Overall, the regions market is in transition, with varying
patterns of development consolidating in the UAE
and Kuwait, and expanding in other areas, notably
Saudi Arabia. The degree of maturity differs not only
from country to country but also from city to city, in
terms of both retail infrastructure and consumer

Business is based on deep relationships,

trust and loyalty

Other factors specific to the region constitute important

barriers to entry and, again, differ greatly from
one country to another. Of particular note: the legal
frameworks covering customs and the censorship of
communication, and the extent to which laws are
open to interpretation, rather than being consistently
applied. Equally, this is a region where business is based
on deep relationships, trust and loyalty making networks
crucial to success; by definition, these networks are
specific to single countries or even markets within
single countries.

diversity. Exceptional limited edition pieces perfectly

satisfy requests from our most demanding customers
specially in Saudi Arabia, Kuwait and United Emirates.
In a culture of generosity and hospitality, our product
offer reflected by the mythical and magical glow of
silver is a major asset. The heart of our activity, flatware, is
enjoyed all over Middle East by both touristic customers
and locals. Indeed in terms of hospitality, the region is
particularly dynamic with frequent openings pushing
excellence always a step further. Christofle is the mirror
of local and international encounters, gathering all
enthusiasts of a contemporary and elegant lifestyle
Thierry Oriez President and CEO - Christofle

Retail in different stages of development

The growth in the GCCs retail space since 2005 has

been explosive a phenomenon impossible to miss
with a 145% increase in the region as a whole, largely
driven by Dubai. The rate of growth has now slowed,
with Retail International now predicting a 46% increase
for 20102015. However, this still means adding 5 million
square metres to the space, a comparable amount
to the period 20052010. The drivers of this growth are
now shifting away from Dubai, towards Abu Dhabi and
Saudi Arabia in particular.
Today the GCCs total retail space exceeds 10 million
sqm, with great disparities in the space-to-population
ratio: Kuwait, with a population of 3.7 million, has 0.63
million sqm of retail space; the UAE, with a population
of 5.4 million, has over 4 million sqm, while Saudi Arabia
has only 4.4 million sqm of retail space for a population
of 28.2 million [2011 population figures/IMF, 2012].
While mega-malls still feature strongly driven by the
concept of shopping-as-entertainment, they were the
key to the original retail boom patterns are beginning
to change. Given the danger of saturation (in Dubai,
for example, there has been definite cannibalisation
of older malls), new concepts are being developed,
such as district or neighbourhood malls, which target
specific groups of residents. Nevertheless, super-sized
destination malls continue to be developed in some
markets. Built quickly, these new cities are also prone
to move their centre of gravity quickly, wrong-footing
luxury retailers who may not understand the signs.
This increasingly varied picture makes the question of
location more complex and more crucial for luxury

Only 4.4 million sqm of retail space in Saudi

Arabia for a population of 28.2 million

Moving from shopper-tainment mega-malls to

district and neighbourhood malls

Present in the region since 1955 with more than 20

points of sales, Christofle is particularly renowned and
appreciated in the Middle East countries which have
a long heritage of silver and craftsmanship. Guided by
the unique Chalhoub Group expertise, Christofle has
followed the development of the region year after year,
successfully answering most local needs, expectations
and customs. Thanks to this awareness and to a perfect
understanding of country specificities and customer
needs, Christofles current range is well-accepted in its

PART III: GCC Consumers A unique

approach to luxury

Over the years, from its position within the market,

Chalhoub Group has done extensive research to
identify the regions consumers.
They are far from being a homogeneous group: GCC
nationals differ from one country to another, and even
within certain countries; the expatriate population is
drawn from many different countries and cultures and
is present in different proportions throughout the GCC;
tourists have varying degrees of impact in different
destinations, and each nationality has different attitudes
to luxury, and distinct buying patterns. Moreover, the
GCC has a small but growing online consumer base,
also with its own particularities.

NATIONAL CONSUMERS: sharing common bonds

Driven by conflicting aspirations, on one
hand, they are searching for individual
expression and personal style while on the
other they are bound to strong social codes
and traditions.

This apparent contradiction is manifested in

their enthusiasm for customised or limitededition pieces, which provide unique
products yet from well-known and respected

More than in the rest of the world, the younger

generation consumers have known wealth since birth
and are already experienced consumers of luxury.
The Chalhoub Group survey, Youth and Luxury 2010,
conducted on 1,300 GCC locals aged 1529, revealed
that they share certain key characteristics. Driven by
conflicting aspirations, on the one hand, they are
searching for individual expression and personal style
while on the other they are bound to strong social
codes and traditions.
This apparent contradiction is manifested in their
enthusiasm for customised or limited-edition pieces,
which provide unique products yet from well-known
and respected brands.
More than in most societies, the desire for renowned
brands stems from the great influence friends and
family have on luxury purchases: 80% of GCC youth
admit seeking a friends opinion, 65% admit seeking
a spouses opinion when buying luxury. This is not a
distant influence but an influence that is integral to the
shopping experience itself. Nationals shop in clans
70% with friends and 40% with mothers and sisters
[Chalhoub Group, Youth & Luxury, 2010].

The same, yet different

EMIRATI nationals are aspirational, deep into design, the

latest trends and a wide range of brands and prices and
yet more than 80% of young Emiratis want a brand that is
very visible and always recognisable.

Dubai nationals are indulgent while

Abu Dhabi nationals are elitist

Moreover, there are marked differences between Dubai

and Abu Dhabi: Dubai nationals are indulgent, with 80%
saying that they check the main stores regularly and 56% of
young Dubai women saying that a dream luxury is to have
unlimited access to luxury brands far more than the
GCC average of 34%. On the other hand, nationals living
in Abu Dhabi are elitist, viewing luxury as an exclusivity that
only a certain social class can afford. (Indeed, they dislike
even mingling with the general public when they shop,
preferring malls with discrete luxury areas and separate
entrances.) For 43% of young Abu Dhabi women, a dream
luxury is to have something named after them.

KUWAITI nationals are assertive consumers, with 92%

choosing a brand simply because they like it (versus
a GCC average of 60%). Versatile in brand knowledge
and consumption, they are savvy shoppers who expect
a sophisticated shopping experience. It is revealing
that Kuwait has a strong community of fashion and
style bloggers. Young Kuwaiti women are very socially
active and associate luxury with exclusivity only for
those of a certain class. Young Kuwaiti men are mature
internet users, price-aware and knowledgeable; they
feel that luxury is a lifestyle; it cannot be bought.

Kuwaiti nationals are assertive, savvy

shoppers who expect a sophisticated
shopping experience

SAUDI ARABIAN nationals are driven by strong

contradictions. While they yearn for individual expression
97% look for something unique when purchasing luxury
products they are strongly attracted to anchor labels
and shop within a limited set of brands, also needing
shopping guidanceand strong relationships with the
sales staff. Saudi Arabias two main cities are markedly
different: Riyadh consumers are more conservative
and view luxury as special to own, whereas Jeddah
consumers are more fashion and trend-oriented, with
93% shopping when new products arrive and 80%
influenced by singers and TV stars.

Riyadh nationals are conservative while

Jeddah nationals are fashion and

QATARI nationals yearn for individual expression, yet,

like Saudis, tend to purchase from a narrow and
accepted set of brands. Young Qatari men and women
differ greatly: the women are sheltered while men are
highly image-conscious and crave excitement. For
80% of young Qatari women, family values are highly
important (against a GCC average of 37%), and 66%
favour brands with which they grew up. Conversely,
62% of young Qatari men give high rating to the notion
of change (against a GCC average of 43%) and 54%
say that they are highly influenced by sport celebrities,
compared with the GCC average of 33% [source for all
of the above: Chalhoub Group, Youth & Luxury, 2010].

EXPATRIATE CONSUMERS: diverse and influential

Adding another level of complexity to the mix,

expatriates have a significant presence in the GCC
market and significant wealth. As with everything in the
region, there is more than meets the eye. First, contrary
to many assumptions, Westerners are not necessarily
the most important luxury consumers among expats;
Indians, Iranians and other Arabs play a very significant
role. Each group has its own cultural norms, references
and attitudes to luxury.
Second, the presence of expatriates varies enormously
from one country to another 30% in Saudi Arabia
compared with 85% in the UAE, for example and the
mix of nationalities differs in each.

Qatari nationals yearn for individual

expression, yet, like Saudis, tend to purchase
from a narrow and accepted set of brands

While Arab expats will favour reputation

and choice as key criteria to select a store,
Asians will respond to location and range of
sizes while atmosphere and service will be
paramount for Western Europeans

Third, their approach to a given category will widely differ:

while Arab expats favour reputation and choice as key
criteria for selecting a store, Asians respond to location
and range of sizes while atmosphere and service are
paramount for Western Europeans [Chalhoub Group,
Beauty and Fashion Usage and Attitudes, 2009].

TOURIST CONSUMERS: a growing influence

In a region where tourism was virtually unheard of 15

years ago, the change has been dramatic. Led by the
Dubai phenomenon, tourism has become important
to the entire GCC, although its impact is still extremely
varied. It remains virtually non-existent in Qatar, for
Rapid growth will continue, with numbers for the Middle
East as a whole expected to almost double by 2020, to
101 million [UNWTO, 2012].

Passenger traffic YTD August 2012:

Qatar: +21%
Abu Dhabi: + 20%
Dubai: +13%
Bahrain: +11%

Passenger traffic to the Middle East grew by 17% for

the year-to-date August 2012 compared to the same
period in 2011, versus 6.6% globally. Within the GCC,
Qatar saw a 21% increase, Abu Dhabi 20% and Bahrain
11%. Even for Dubai, already a mature destination, the
increase was over 13% [IATA, 2012].
Without question, the UAE remains by far the most
significant destination for luxury tourism, with 11.2 million
visitors in 2011 [Dubai Statistics Authority, 2012], making
it unique in the region as a market for luxury retail.
The Middle East region has proven to be a growth
platform attracting a variety of local as well as
international shoppers and consumers. Puig has been
committed to the area for many years through our
partnership with Chalhoub, and we continue to see
a strong potential for the region going forward when
developing our brands both in fashion as well as in
perfumery. In this sense we foresee the implementation
of strong local initiatives and the continued strategic
importance of the region for Puig.
Marc Puig Chairman & CEO PUIG, SL

A change in the mix

Due to its geographically strategic location between

East and West, the Middle East benefits from a wide
variety of tourism; from short-haul travel from Iran and
India to stop-over tourism for long-haul trips between
Africa, Asia and Europe as well as religious tourism to
Saudi Arabia.
In line with global trends, source countries are gradually
changing, with a shift from the UK and Europe to
China, in particular, with Russia continuing to grow and
tourism within the GCC remaining very important and
also growing. This too has significant implications for
luxury retail.

+111% Chinese visitors to Dubai 2007-2011

+89% Chinese visitors to Abu Dhabi H1 2012

Chinese tourists to Dubai increased by 111% between

2007 and 2011, with a 27% year-on-year increase from
2010 to 2011 [DTCM, 2012]. In Abu Dhabi, numbers rose
by 89% in H1 of 2012 compared with a year previously
[TCA Abu Dhabi, 2012]. The relatively small number of
Chinese tourists belies their importance: among visitors
to Dubai, they have the highest average per capita
expenditure, followed by British and Kuwaiti tourists
[MasterCard, 2012].

While the Chinese are grabbing much of the attention,

Russian tourist numbers also continue to grow, with
Dubai reporting an increase of 22% in 2011 over 2010
[DTCM, 2012]. During Dubai Shopping Festival 2012,
Russians spent a total of $122 million, followed by
Saudis ($106m), Britons ($93m) and Chinese ($83.5m)
[Visa, 2012].

$122 million spent by Russians during the

Dubai Shopping Festival 2012

Yet the UAE still predominantly relies on regional tourism

GCC nationals account for one third of tourists in Dubai.
Among GCC nationals, the UAE remains by far the
most favoured regional destination (although Bahrain
attracts many Saudi weekend visitors due to its ease of
road access). The number of Saudi hotel guests in Dubai
increased by 68% and Kuwaitis by 25% from 2010 to 2011
[DTCM, 2012]. During Eid el-Adha in November 2012,
Dubai was expecting to receive 1.5 million visitors from
other GCC countries, with one million tourists expected
from Saudi Arabia alone [DEPE, 2012].
Religious tourism is a phenomenon specific to Saudi
Arabia and, with strong support from the Saudi
government, is growing rapidly from just over 10 million
in 2010 to 17 million in 2011 [UNWTO, 2012]. Revenue
from tourism in 2010 was $17.6 billion, according to the
Saudi Commission for Tourism & Antiquities.

A digital future?

The GCC countries were late adopters of the internet

and, although use has increased, it varies widely:
penetration stands at 86% in Qatar, 74% in Kuwait 71%
in the UAE and only 49% in Saudi Arabia [Internet World
Stats, 2012].
While 84% of GCC national internet users visit brand
websites, the use of e-commerce is low, with only 26%
of this group buying products online. Online shoppers
show a strong preference for local online retailers rather
than international, and buy mainly fragrances (70% in
the UAE and Qatar) and clothing (50% in Kuwait and
Saudi Arabia) [Chalhoub Group, GCC Digital, 2012].
In contrast, by international standards, engagement in
social media is very high, with 89% of national internet
users saying that they regularly access Facebook
and YouTube [Chalhoub Group, GCC Digital, 2012].
The high social media penetration rates are driven
in large part by cultural taboos: Facebook offers
a means to bypass restrictions about socialising in
person; YouTubes particularly strong presence among
the regions youth is fuelled by the need to partake
in open lifestyles and communities, albeit from afar,
which often stand in stark contrast to their familiar
immediate surroundings; Twitter provides a virtual
outlet for opinions in a politically-sensitive region.

While 84% of GCC national internet users visit

brand websites, only 26% shop online
Facebook offers a means to bypass restrictions
about socialising in person

By 2011, Dubai had become the worlds No.1 targeted

city by retailers, ahead of London, Paris or New York
with 82% of the worlds leading luxury brands present.
In 2009, more new retailers entered Saudi Arabia than
any other country in the world, and in 2012 it was the
10th most targeted destination globally for retailers,
ahead of Hong Kong, with Kuwait also rising from 13th
place in 2011 to 12th this year [CBRE].
In line with industry specialists, Chalhoub Group
anticipates that growth in the Middle East will remain
strong, driven by fashion, still under-represented in
high potential markets like Saudi Arabia, and fashion
accessories, already much stronger than anywhere
else in the world, particularly in shoes. This growth will be
fuelled by resident-based GCC markets (Saudi Arabia,
Qatar, Abu Dhabi) in the mid-term, and potentially
supplemented by the untapped markets of Egypt
and Iran in the longer term (the former made up of an
emerging middle-income consumer base, the latter by
a beauty-conscious, trend-following society).
Over 50 years ago my parents, Michel and Widad
Chalhoub, envisioned the Arabian Gulf potential
for luxury products with a strong commitment to our
inherited values of respecting our partners, providers,
customers and employees. We built up our Group
based on delivering excellence in service. Our
entrepreneurial spirit encourages us to constantly push
the boundaries of our expertise, our know-how and
our customer understanding without ever failing to
question how we add value to these markets.
Anthony Chalhoub Co-CEO Chalhoub Group

A rapidly evolving market, the GCC offers great

opportunity for brands to achieve levels of recognition
and respect that may even be greater than what
they enjoy in their home markets. Some brands have
already achieved this not simply by following the
obvious path but rather by working with local partners
to create and expand opportunities. Making longterm strategic commitments and leveraging insights
into the regions nuances have proven to be effective
in minimising risk and opening the door to the greatest
possible return on investment.
One thing that has been constant and will never change
is the need for brands to connect, both rationally and
emotionally, with their consumers, tapping into their
sensibilities, speaking their language and offering an
outstanding level of service.
Middle Eastern consumers cannot be taken for granted
simply because of their level of income and lifestyle;
the picture is far more complex. Luxury brands need
to create deep, intimate and relevant connections to
engage and retain these consumers. For this, there are
no short-cuts.
The Middle East countries are a market of great
opportunities for luxury, a dynamic, fast growing
market with different stages of maturity. The customer
base is wide and diverse, increasingly knowledgeable,
rapidly evolving, extremely demanding, and with
diverse behavior, expectations, and aspirations.
Such customers are looking for a unique shopping
It is a market which requires know how, expertise, and
knowledge of constantly changing specificities. As
a leading partner of luxury in the Middle East we are
thrilled that it is becoming one of the great destinations
of luxury in the world.
Patrick Chalhoub Co-CEO Chalhoub Group



Chalhoub Group, Youth and Luxury, 2010
Chalhoub Group, Consumer Research, 2009
Chalhoub Group, Beauty and Fashion Usage and Attitudes, 2009
Chalhoub Group, GCC Digital, 2012
IMF, 2012
UN, 2010
AMBR and TRU, 2011
Wealth-X, 2012-2013
Bain & Co, 2012
UK Office for National Statistics, 2010
Global Blue, 2012
Retail International, 2011
IATA, 2012
UNWTO, 2012
Dubai Statistics Authority, 2012
Dubai Department of Tourism and Commerce Marketing (DTCM), 2012
TCA Abu Dhabi, 2012
Mastercard, Global Destination Cities Index, 2012
Visa, UAE Tourism Outlook, 2012
Dubai Events and Promotion Establishment (DEPE), 2012
Saudi Commission for Tourism Authority for Tourism and Antiquities, 2010
Internet World Stats, 2012
CBRE, 2012


The Chalhoub Group is the leading partner for luxury in the

Middle East since 1955. As an expert in retail, distribution and
marketing services based in Dubai, the group has become a
major player in the fashion, beauty and gift sectors regionally.
By blending its expertise in the Middle East with its intimate
knowledge of luxury and a keen perception of the
markets and consumers, the Chalhoub Group thrives to
build successful brands in the region, and offers a unique
experience and service to its clients and customers through
expert and passionate teams committed to the Groups
values of respect, excellence and entrepreneurial spirit.
With a growing workforce of more than 8,500 people,
implemented in 14 countries, as well as the operating of
over 450 retail outlets, the groups success is attributed to
its most valued asset of highly skilled and dedicated teams.
Professionalism and passion are what fuel the Chalhoub
Groups competitive edge in todays market.
By being committed to implementing sustainable practices
into their business, the Chalhoub Group has been awarded in
2013 the CSR Label from the Dubai Chamber of Commerce.

For more information

please visit

or contact Head of Corporate communication:
Angelica dAndlau
T: +971 (0)4 804 5000